Regional managers –architects of the regionsExperiences from the New RegionalPolicy (NRP) in SwitzerlandSeptember 7th 2012 11.00−12.30 ValposchiavoSebastian Bellwald, Director regiosuisseOwner Planval AG Brig/Bern
The following slides are extracts fromthe publication «PraxisblattRegionalmanagement»Contents «Praxisblatt Regionalmanagement»:1. Background2. Regional management and regional development3. Roles and tasks of regional management4. Environment and funding of regional management5. Success factors and. challenges6. Practice tools (published in 2011 in German, French & Italian)
What does regional management (RM) mean?• An organisation that steers (or manages) sustainable regional development by involving multiple stakeholders• Ideally on the basis of a commonly elaborated regional development strategy• RM is an essential component for the implementation of the NRP. Vice versa the NRP is only one of many stimulus programmes that RM has at its disposal.
Roles and tasks of RM• Representation of the region• Identification of regional potential• Motivation and support of regional stakeholders in initiating, planning and implementing projects («Midwife», «Facilitator», «Instigator»)• RM is not be mistaken with a new territorial level between the state, canton and municipality. Regional governance rather than regional government.
Action arena «regional development»: functional spaces• Cultural• Societal ≠ municipial, district or cantonal border• Economic• Transterritorial cooperation: «Even if regional management is usually embedded into regional structures, it does not limit its actions to the region. Depending on the project or undertaking the action range changes, as well as the actor constellation.» Praxisblatt RM• (= variable geometry: territorial reference varies with the function; a region transcends its borders.)
Project example: Integrated use of biomass• Project idea – R&D for design of prototype to utilise biomass (integration of existing machines) – Output of the machine: pellets for heating/ power generation or as fodder – After completion of NRP funded phase: optimisation of machine to production, then sale of the machine to farmers as franchise partners Own use of the pellets or sale to public authorities Quelle: Bioburn AG
Eight challenges – and how they can be met1. Identification of project initiators > Networking and communication2. Communication between NRP and project initiators > RM as mediator/interpreter3. Marketability of projects > Professionalisation with help of business model design (ex.)4. Commercial viability of projects > Long-term project management5. Interpretation of NRP terms for funding > Assessment of projects – flexible interpretation of terms6. General (legal) conditions constraining innovation > Linking-up with responsible departments and perseverance7. Delays in project schedule > Flexible programme duration8. Project development after NRP funding > Wholistic support by RM
Key tasks and possible Communicationfunctions of RM Networking Regional identity Development strategies Knowledge transfer Consult- ing Mediating between differentEvaluation interestof projects groups Projects Project Processes management support
Regional management between the conflictingfields of routine and innovation Flexibility and capitalise on opportunities Security RM Readiness to assume risk Fault toleranceConsistency Routine Innovation Consolidation Output Processorientation orientation Professionalisation etc. Realise chances Regional performance
Legal forms and funding• Legal basis: service level agreement between canton and regional development agency (i.e. RM)• Forms: – Mandate to municipalities association – Mandate to a company – Integration into cantonal administration – Mandate to regional conference• Funding of RM: – Contributions from municipalities or organisations being part of the patronage – Basic or full financing from the canton – Project based funding – Income from services provided by RM – Sponsoring
Profile of qualification regional management Professional competence Personal Regional competence competence • High requirements • Possibly involvement Qualifications of third parties profile RMCrossbordermanagement Social and networking • Specialisationcompetence competence possible with RM team Process Project competence competence
Information about offers of continuededucation for regional managersStudy programmes: Agenda: Events of extraregional interest in the area of regional development in Switzerland and neighbouring countries
Information:formation-regiosuisse RM course• RM courses for the continued study of relevant topics, methods etc. of RM• Sign up for individual courses or the entire programme (5 ECTS) Coming-up courses: 12.–15. November 2012 Impact oriented regional development (incl. topic of gender) 28.–30. January 2013 Regional network management & communication 13.–15. May 2013 Regional entrepreneurship and regional economics 16.–19. September 2013 Special topic or process competence Registration and additional information in German, French, Italian: www.regiosuisse.ch/formation/formation-regiosuisse www.regiosuisse.ch/formazione/formation-regiosuisse www.regiosuisse.ch/weiterbildung/formation-regiosuisse
In summary:• RM are active in many parts of Switzerland to support stakeholders in developing and implementing their projects• RM are vitally important for the development of a region• Make use of RM for your projects and for exchange of experiences• On behalf of SECO, regiosuisse supports RM and other regional development stakeholders with knowledge platforms, events, continued education...